News (All)

CMM Closes Commercial Real Estate Acquisition

Posted: November 6th, 2025

CMM is pleased to announce the successful closing of a commercial real estate transaction valued at over $4 million. CMM Partner Christine Malafi represented the buyer in the acquisition of three commercial buildings in Suffolk County, managing all aspects of the deal from contract to closing.

Prior to purchase, CMM worked diligently to resolve all tenant-related issues, ensuring a seamless transition of ownership and protecting the client’s investment. This transaction highlights CMM’s experience and attention to detail in complex commercial real estate matters.

This transaction underscores our commitment to delivering results for our clients. We are proud to have played a key role in this commercial real estate transaction and look forward to supporting future opportunities with similar diligence and professionalism.

For more information on our commercial real estate services, please contact us.

Rethinking Arbitration Clauses — What Business Owners Need to Know

Posted: October 31st, 2025

By: David Green, Esq. email

As a business owner, you likely sign or send out contracts on a regular basis many of which include “standard” arbitration clauses buried at the end and rarely questioned. But as more companies find themselves navigating costly and time-consuming arbitration proceedings, it’s become clear that these boilerplate provisions can have real financial and strategic consequences. This article is designed to help business owners understand why arbitration may not always deliver the efficiency it promises, what alternatives exist, and how a more deliberate approach to dispute resolution clauses can better protect your company’s time, money, and flexibility.

In practice, arbitration administered by the American Arbitration Association (“AAA”) can now feel a lot like court litigation, only more expensive. Filing fees can reach five figures before a single hearing is held. Discovery can expand beyond what was once “streamlined,” with document production, depositions, and motion practice resembling full-blown litigation. The scheduling process, arbitrator availability, and procedural steps often stretch timelines well past what clients expect from “private dispute resolution.”

That’s not to say arbitration is without merit. It still offers privacy, the potential for subject-matter expertise from the arbitrator, and (in some cases) finality without appeal. But it’s no longer a given that AAA arbitration is the right fit for every contract or every dispute.

Other reputable national providers, including JAMS and NAM, often offer more flexible rules, faster administration, or lower filing fees. Some allow parties to agree on modified procedures or streamlined timelines. And in some cases, the best course of action may be to forego arbitration entirely and preserve access to the courts, especially where injunctive relief, third-party discovery, or appellate rights may be critical.

The broader lesson for business owners is that dispute resolution provisions require deliberate attention at the drafting stage, not merely insertions by default. Consider the types of disputes that could arise, the potential costs, and the benefits of flexibility. You might want a very formal arbitration, or a more streamlined arbitration option. You might want to preserve the right to go to court while protecting venue, governing law, and jurisdiction. Mandatory mediation followed by arbitration or litigation can also be an effective approach for certain claims.

Contracts are a tool to manage risk, yet one of the greatest risks in commercial disputes today is being locked into an inefficient or costly forum simply because “that’s what everyone uses.” As dispute resolution evolves, so should our approach to arbitration clauses. Thinking strategically about arbitration and litigation at the outset can save time, money, and stress down the road. It can give you greater control when disputes inevitably arise. Choosing the right approach depends on your business, your deals, and the types of disputes you may face. Investing in careful contract language now protects both your business and your bottom line in the long run. This type of critical analysis is no longer optional – it’s a competitive advantage.

For more input and guidance, reach out to David Green at 631-738-9100.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Middleton Hosts SCBA CLE: Important Ethical Considerations in Estate Planning

Posted: October 28th, 2025

Event Date: November 12th, 2025

As Co-Chair of the SCBA East End Committee, CMM Partner Scott Middleton invites you to a CLE program, Trust & Estate Ethics: Important Ethical Considerations in Estate Planning, on Wednesday, November 12 at 5:30 p.m.

The program will feature Hon. Vincent J. Messina, Jr., Surrogate, Suffolk County, and Brett Haefeli, Court Attorney Referee. The event will be held at John Jermain Memorial Library, 201 Main Street, Sag Harbor, NY 11963.

This program will provide 1 CLE credit in Ethics.

Employment and Compensation Issues in M&A Transactions

Posted: October 24th, 2025

By: Vincent Costa, Esq. email, Alex Tomaro, Esq. email

Employees are often one of the most valuable and sensitive aspects of any mergers and acquisitions (M&A) transaction. While companies may focus on financial and operational synergies, overlooking the employment and compensation landscape can lead to legal complications, cultural disruption, and retention issues. People-related risks must be carefully assessed and addressed to ensure a smooth transition, preserve morale, and avoid costly liabilities.

One of the most immediate challenges is the potential for change-of-control payments. Executive employment agreements, particularly for senior leadership, often include provisions for bonuses, severance packages, or other compensation triggered by a sale or merger. These payments, sometimes referred to as “golden parachutes,” can be substantial and may require special approvals under tax laws or corporate governance rules. In public companies, they may also require shareholder disclosure or votes under securities regulations.

Beyond executives, many companies implement retention plans or offer equity-based compensation such as stock options or restricted stock units (RSUs). In an M&A context, these awards may accelerate automatically upon closing, meaning employees receive immediate vesting of their unvested equity. This can significantly increase transaction costs and lead to unintended consequences—such as employees leaving post-closing after cashing out. Buyers may need to negotiate modifications, implement new retention programs, or factor these expenses into the purchase price.

For businesses with unionized or heavily regulated workforces, labor law requirements introduce an additional layer of complexity. Collective bargaining agreements (CBAs) may require formal notice to, and in some cases consultation with, labor unions prior to a transaction. In certain jurisdictions, failure to follow these procedures can result in legal action, regulatory penalties, or strike activity. Even in non-union environments, laws such as the WARN Act in the U.S. may impose notification requirements for mass layoffs or plant closures related to the deal.

Another critical concern is benefit plan continuity. Health insurance, retirement plans, and other employee benefits may not automatically carry over in a transaction—particularly in asset sales, where the legal entity does not remain intact. Buyers must determine whether to assume, replicate, or terminate existing plans, and must ensure compliance with applicable laws such as ERISA (in the U.S.), tax codes, and non-discrimination rules. In cross-border deals, local benefit laws and employment protections may vary significantly, requiring jurisdiction-specific planning.

Ultimately, managing employment and compensation issues in an M&A transaction requires a strategic and legally sound approach. HR teams, legal counsel, and advisors must work closely together to conduct diligence, evaluate employment liabilities, communicate with employees, and structure retention and incentive programs aligned with the post-closing business goals. By anticipating and addressing these issues early, parties can protect the workforce, preserve deal value, and pave the way for a successful integration.

M&A Deals: Here’s What You Need to Know
Consents and Approvals: The First Gate to Closing an M&A Transaction
How Commercial Contracts Can Make or Break Your M&A Deal
What Really Keeps M&A Deals on Track? A Closer Look at Governance and Fiduciary Duties
The Overlooked Obstacle in M&A: Existing Debt and Its Hidden Risks

For guidance, contact Vincent Costa at vcosta@cmmllp.com or 631-738-9100.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

NY Courts Issue Interim Policy on Judges’ Use of AI

Posted: October 17th, 2025

By: Jeff Basso, Esq. email

Most of us have read the horror stories of lawyers haphazardly using AI to draft briefs, motions, and other filings which rely on cases that do not exist or, if they do, say something completely different than what the attorney claims. This has led to attorneys being disciplined, sanctioned and ridiculed.

In an effort to ensure that judges and court staff don’t meet the same fate, the New York State court system rolled out a new interim policy on the use of AI. The policy, which applies to all judges and non-judicial employees within the NYS Unified Court System, is intended to establish “guardrails to ensure fairness, accountability, and security in the use of AI, particularly generative AI, by our workforce.” Chief Administrative Judge Joseph A. Zayas stated in a press release regarding the policy, “While AI can enhance productivity, it must be utilized with great care. It is not designed to replace human judgment, discretion, or decision-making.”

While the new policy cites to the benefits of generative AI, it also warns that “factual assertions or citations to legal authority included in the [AI] output may be inaccurate or unreliable,” and that AI programs “occasionally fill in gaps in their source material by simply fabricating facts or citations.” The policy goes on to warn about bias and inappropriate output by generative AI as well as the vulnerability of confidential information if sensitive case information is inputted into AI and becomes publicly available.

This new policy contains guiding principles, essentially laying out that each judge bears the ultimate responsibility for the content of their opinions and orders, and that AI cannot be used to actually make decisions. Additionally, the rules that normally govern confidentiality for judges and court staff apply to the use of AI as well – so basically don’t input any specific identifying case information into AI software that could then become public. There are also several requirements and restrictions governing how AI is to be used, what software can be installed, and what information can be entered.

Overall, this new AI policy is a great first step to ensuring the general public and those in the legal industry that the courts in New York will continue to ensure fairness and act responsibly and ethically as the use of AI continues to evolve.

Read the full policy here.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

10 CMM Attorneys Named to the 2025 Super Lawyers® and Rising Stars List!

Posted: October 6th, 2025

Campolo, Middleton & McCormick, LLP is proud to announce that ten attorneys at the firm, in multiple practice areas, have been named to the 2025 Super Lawyers® list, four of them as a Rising Star. The CMM attorneys recognized this year, in practice areas including Business and CorporatePersonal InjuryReal EstateBusiness LitigationMergers & AcquisitionsConstruction LitigationEmployment Litigation, and Appeals, are:

The rigorous Super Lawyers selection process is based on peer evaluations, independent research, and professional achievement in legal practice. The Rising Stars recognition denotes superior professional achievement by attorneys who have been in practice for under 10 years or are under age 40. No more than 2.5 percent of lawyers in New York State are named to the Rising Stars list.

Learn more about CMM’s outstanding legal professionals here.

HIA-LI Economic Development Task Force “From Vacancy to Vibrancy: The Future of Mall Redevelopment on Long Island”

Posted: September 30th, 2025

Joe Campolo moderated the HIA-LI Economic Development Task Force program, “From Vacancy to Vibrancy: The Future of Mall Redevelopment on Long Island.” He was joined by Scott Burman, Founder & Principal of Burman Real Estate; Frank Vero Jr., CEO of Aurora Contractors; and Anthony W. Kim, P.E., Department Manager – Electrical and Assistant Vice President at H2M architects + engineers.

The panel led an insightful discussion on innovative redevelopment projects such as The Shops at Broadway in Hicksville, the Stony Brook Medicine Advanced Specialty Care Facility in Lake Grove, and Belmont Park Village in Elmont. The speakers shared their insights into redeveloping vacant malls as dynamic shopping, dining and entertainment destinations. They discussed the significant challenges that come with developing large-scale projects on Long Island, from navigating zoning and infrastructure hurdles to addressing community needs and market demands. Emphasizing that success requires more than just innovative ideas, the panel underscored the critical importance of assembling the right teams—developers, architects, engineers, and community stakeholders—whose collaboration is essential to turning these ambitious projects into thriving, sustainable spaces.

The event was sponsored by Strata Alliance, whose support underscores their commitment to fostering dialogue and innovation around economic development and community revitalization initiatives on Long Island.

Legal History Insights: September Issue

Posted: September 25th, 2025

By: Patrick McCormick, Esq. email

Published In: The Suffolk Lawyer

Like the summer months, significant events in legal history occurred in September. On September 3, 1783, the Treaty of Paris was signed in Paris by representatives of the Colonies and Great Britain which formally ended the Revolutionary War; On September 8, 1974, President Gerald Ford granted an unconditional pardon to former President Richard Nixon; the Emancipation Proclamation was signed by President Abraham Lincoln on September 22, 1862; the Judiciary Act of 1789, which established the federal courts, was passed by Congress on September 24, 1789; the Bill of Rights was adopted by Congress on September 25, 1789; and on September 17, 1787, the Constitution was signed and thereafter sent to the States for ratification.  There are numerous additional significant legal events which occurred in the month of September, and each is deserving of a full article.  This article will focus on the Constitutional Convention, which took place in Philadelphia from May 25, 1787-September 17, 1787.

The story of the Constitutional Convention and the Constitution does not begin with the Convention in Philadelphia. The Articles of Confederation, which was agreed upon in 1781, did not create an executive or national courts; only a weak Confederation Congress was created.  That Congress did not have the power to levy taxes, regulate trade, or raise an army.  So weak was it that in 1785, during a dispute between Maryland and Virginia regarding trade, fishing and navigation rights on the Potomac River, without fear of reprisal, George Washington hosted, at Mount Vernon, Commissioners from both States to negotiate a resolution.  Such a meeting was in violation of the Articles of Confederation which prohibited any two States from entering into an agreement without the consent of the Confederation Congress.[i]  Shays Rebellion is another example of the weakness of the Confederation Congress.  Shays Rebellion was a violent uprising in western Massachusetts during 1786 and 1787.  At that point in time, the Articles of Confederation had been in place for about 6 years.  After the Revolutionary War, people struggled to pay debts, creditors refused to give loans and demanded payment in advance, taxes were increased, and high interest rates were charged for loans.  As a result, among other things, farmers began to lose their land and property to creditors.  Continental Army Captain Daniel Shays led an uprising against dept collection.  The Confederation Congress, which was meeting in New York, authorized raising federal troops to put down the uprising, but the various States refused to pay for the troops.  A privately funded militia was organized in Massachusetts that ultimately restored order.  George Washington noted that “Without some alteration in our political creed, the superstructure we have been seven years raising at the expense of so much blood and treasure, must fall.  We are fast verging to anarchy and confusion!”  Under the Articles of Confederation, the States had too much power and the national government had too little.  The result was the Constitutional Convention of 1787.  Congress approved the convention in February 1787 and by March all but 3 States had elected delegates. 

The Convention was to begin May 14, 1787, in Philadelphia.  James Madison was the first delegate to arrive (May 3, 1787). When the Convention began, Edmund Randolph, the Governor of Virginia, presented the “Virginia Plan” which consisted of 15 resolutions forming an outline of a constitution.  These resolutions were the focus of debate and negotiation in the ensuing months. A contentious issue faced by the delegates was how to incorporate the States within a strong central government envisioned by the Virginia Plan, and the debate on that issue started with how to allocate representatives in Congress.  The Virginia Plan proposed to eliminate the one state/one vote system existing under the Articles of Confederation and replace it with voting by each individual representative and that legislators would be apportioned by “the number of free inhabitants.”  And thus, started what was likely the most contentious issue of the Convention and pitted small states against large states. Notably, small States outnumbered large States at the Convention and the Convention voted by State. The debate raged for about two months and, as did most issues faced during the Convention, ended with compromise.  James Wilson of Pennsylvania made a deal with South Carolina to secure its support for representation in one branch of Congress based on population by what has been called the 3/5 compromise.[ii]  This proposal initially passed by a vote of 9-2. How to determine representation in the Senate was next to be determined and Benjamin Franklin proposed the “Great Compromise” which called for proportional representation in the House and equal representation in the Senate.[iii]

It took the delegates until the end of July 1787, more than two months after the Convention opened, for them to turn to the Chief Executive/President.  Questions that persisted were the length of the term, how to elect the President, could the President run for additional terms, could a “bad President be removed, and should he have veto power over legislation. Gouverneur Morris[iv] described the significance of the debate: “It is the most difficult of all rightly to balance the executive.  Make him too weak: the legislature will usurp his powers.  Make him too strong: he will usurp the legislature.”[v]  Again, debate ensued followed by compromise.  James Wilson proposed the elector system which helped the Southern States because while slaves could not vote, they would be counted when allocating electors. The elector system gave the people a role (electing the electors) appeased both the Southern States (3/5ths Compromise) and the large States (number of electors based on total number of representatives n the House and Senate).  The delegates recognized flaws in the provisions related to the President and anticipated amendments to address the flaws.  The 12th, 22nd and 25th Amendments each address some of those flaws.

Slavery came up again in connection with certain navigation acts and the authority of Congress.  The Fugitive Slave Clause (Article IV, Section 2, Clause 3) was agreed upon to secure eliminating a 2/3 majority voting requirement for certain navigation/trade acts.  Rufus King described the issue of slavery as one of the Constitution’s “greatest blemishes” and Madison stated that as “Great as the evil is, a dismemberment of the union would be worse.”[vi]

Gouverneur Morris, who drafted the Constitution’s preamble, described the Constitution as being based on compromise: “Each state [was] less rigid on points of inferior magnitude than might have been otherwise expected.  And thus the Constitution which we now present is the result of a spirit of amity and of that mutual deference and concession which the peculiarity of our political situation rendered indispensable.”[vii]

On Saturday September 15, 1787 the final roll call vote occurred and the draft Constitution was approved 10-0 (Rhode Island, New York and North Carolina did not vote).  The Constitution was signed Monday September 17, 1787 and then sent to the States for ratification.


[i] Articles of Confederation, Article VI

[ii] The 3/5 “Rule” was initially proposed in 1783 by the Confederation Congress in connection with apportioning tax burdens but was never implemented.

[iii] See, Federalist No. 37

[iv] Gouverneur was a delegate from Pennsylvania but his family was originally from New York, in what is now known as the Morrisania section of the Bronx

[v] Stewart, David O., The Summer of 1787, Simon & Schuster, 2007, p. 157

[vi] Ibid, p. 205

[vii] Ibid, p. 236

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Campolo Recognized as a Long Island Business Influencer in Law

Posted: September 12th, 2025

Campolo, Middleton & McCormick Managing Partner Joe Campolo has been getting things done in the business community for more than 25 years and is a recognized leader for tackling large projects and delivering results. From advising business owners and CEOs on mergers and acquisitions to running his own businesses, Campolo is immersed in finding creative solutions to complex problems. His deep, inner knowledge of the business world allows him to understand the perspective of business owners as they think about growing and selling their companies.

Campolo is also the founder and chief executive officer of Strata Alliance, a multi-family office with a network of carefully curated service providers supporting families, entrepreneurs and developers.

A member of LIBN’s prestigious Long Island Business Hall of Fame, Campolo is a top business strategist and go-to advisor for the who’s who of Long Island business. Recognized as an authority on negotiation, Campolo enjoys an advantage in complex transactions and litigation and is routinely retained in “bet the company” legal matters by companies large and small.  

Campolo is also deeply involved in philanthropy, starting his own nonprofit, CMM Cares, which supports Long Islanders facing unexpected challenges. Campolo serves on the board of the Guide Dog Foundation and America’s VetDogs. He is also a board member of the HIA-LI and chair of its Long Island Economic Development Task Force.

Campolo served honorably in the U.S. Marine Corps. He is a member of St. George’s Golf & Country Club in Stony Brook and is an executive producer of “Tribute,” an award-winning short film.

View the full LIBN Influencers in Law book here.